Team StandardsThe Evolved

What are Team Standards for?The Team Standards are used as a guide for Team Leaders to create good team experiences.

Why are we evolving the team standards? •Currently there are 35 points in the Team Standards Checklist. •Usage of team standards across the network is difficult by MCVPTMs (Tracking and SupporDng) and

Team Leaders (Usage) •To ensure that the team standards be more than a checklist, but a guideline for Team Leaders to be

great team leaders. •Ensuring the link between Team Standards and Value Delivery.

What is a Standard? •Team Standards was originally Team Minimums launched in 2013. The Team Minimums were the

minimum (The lowest amount of) expectaDons that Team Leaders had to deliver. •Team Minimums then became Team Standards to align with the Standards and SaDsfacDon model used

for the ELD Programs. This meant that the Team Standards then became a guide for how Team Leaders can create good team experiences.

•Therefore depending on the role and level to which you are a team leader, the team standards might differ depending on the complexity of your team and personal leadership style.

The Team Standards

TEAM: •1 Team leader •2 Team members •2 Months duraDon

What is a Team?

What are the phases a team goes through?

BUILDING PERFORMING CLOSING

Building •IntroducDon •Plan •Personal Goal SeQng

Performing •Regular Team MeeDng •Regular One to One •Team Days

Closing •Report •TransiDon •Debrief

What are the team standards required in each stage?

The first stage of a team. People start to work together and understand who is in the team, what the team is about and what you will achieve together.

The second stage of a team. This is where you are able to see team and individual progress. High performance happens here through team members knowing who does what, where, and when and regular touch points to coach and develop.

This is the final stage of a team. It is a closing but also a new beginning. People reflect on what worked and didn’t and what’s next. The team prepares the next team.

INTRODUCTION

(Get to know, Team Bonding Induction to the function/area)

PLAN

(Co-creation of Team Purpose, Expectations, Goals, Strategies, Budget, JD, Deadlines)

PERSONAL GOAL SETTING

(Set the Individual Goals and Action Plan, Make Personal Goals for Development)

REGULAR TEAM MEETING

(Regular Tracking of the Plan and Team Performance, Team Review)

REGULAR ONE TO ONES

(Tracking and Coaching of Individual Performance and Personal Goals, Feedback)

TEAM DAY

(Team bonding, Team a c t i v i t i e s , Appreciations)

REPORT(Key Results Achieved/Not Achieved)

TRANSITION(Knowledge, Skill, Attitude and Document Transfer)

DEBRIEF(Team Experience Debrief, Key Learnings, Next Steps)

The Team Leader runs and hosts a Team Introduction that can involve: - Get To Know: Activities for team members to build initial trust. - Induction to the Area: Basic understanding of what the function and team is about so that members can enter planning with enough perspective to contribute effectively.

The Team Leader hosts a Planning Space with the team that can involve the co-creation of: - Team Purpose: What is our picture of success and why am I here? - Expectations: How will we work together? Rules for Team Functioning. - Goals: What are our Targets? How will we measure our success? - Strategies: How will we get there? The key projects/ plans of action that will achieve the team purpose and goals. - Budget: How much can we spend/How much will it cost? A Summary of predicted incomes and expenses over the team duration - JD: Who is doing what? The Allocation of the plan tasks to specific individuals in the team. Also known as an Individual Action plan. - Deadlines: When will it be done? Once tasks are allocated, deadlines are given to those individuals.

The Team Leader has the initial one-to-ones to clarify team member role and JD and set personal development plan. - Individual Action Plan: Ensure that the team member is aware of their goals, responsibilities, deadlines and tasks, Check on their capacity and ability to achieve it. Offer support and resources for them to achieve their goals. - Personal Goal Setting: Understand why this team member is here and what do they want to achieve in their AIESEC Experience. Set personal goals for their development and learning.

INTRODUCTION

(Get to know, Team Bonding Induction to the function/area)

PLAN

(Co-creation of Team Purpose, Expectations, Goals, Strategies, Budget, JD, Deadlines)

PERSONAL GOAL SETTING

(Set the Individual Goals and Action Plan, Make Personal Goals for Development)

Regularly, the Team Leader hosts Meetings to track team performance and track the achievement of the plan. Depending on the duration of the team experience, teams can have Team Reviews for a Plan and Team Checkpoint. - Tracking of the Plan: Team Leader will track the goal versus achieved of the project and delegate new tasks to team members. - Team Performance: Done/Not Done for the deliverables/ tasks of each team member. - Team Review: Monthly/Quarterly or Semester check points of the plan.

Regularly, the Team Leader hosts One to Ones with individual team members for Tracking and Coaching of their Action Plans and Personal Goals. -Tracking Individual Performance: Check overall achievement of the individual action plan, recognise achievements and coach for higher performance. - Personal Goal Tracking: Check achievement of personal goals and set higher/new personal goals. Coaching: Using the performance gap or how you have seen this team member in your team, suggest options for training, mentoring, the way forward with your team member. - Feedback: Team Leaders should give regular feedback when they see behaviours/actions that can be improved.

Depending on the team duration, the team leader can have Team Days to address team needs. This can involve: team bonding, team activities, rewards and recognition and feedback. -Team Bonding: This can range from hosted get to know spaces to having fun together as a team. - Team Activities: Specific team activities/games to address team needs, usually hosted by someone outside of the team. - Appreciation: Recognise team and individual efforts during the team duration

REGULAR TEAM MEETING

(Regular Tracking of the Plan and Team Performance, Team Review)

REGULAR ONE TO ONES

(Tracking and Coaching of Individual Performance and Personal Goals, Feedback)

TEAM DAY

(Team bonding, Team activities, Appreciations)

As the team experience is coming to a close, reporting about the key results achieved and not achieved and why should be done to report to stakeholders (MC, EB, Members) and also to support successors. - Key Results Achieved/Not Achieved: The Report should contain the plan versus achieved for the team duration and why this happened. The report can also contain key learnings and recommendations for successors.

The Team Leader is responsible to ensure transition from his/her team to the next is completed. - Knowledge Transfer: Successors should be equipped with what the term will look like, key knowledge needed for responsibilities and tasks, - Skill Transfer: Successors should be equipped with the skills your team learnt throughout the duration and key skills needed to fulfil responsibilities. This can be done through shadowing, simulations and working side by side for final team projects. - Attitude Transfer: Successors should be prepared for what the team experience will be like and what they will encounter and therefore what mindset they should have - Document Transfer: All documents should be transferred (ideally online). This includes meeting minutes, tracking tools and reports.

The Team Leader is responsible to ensure that each team member is able to debrief their experience as they head towards the future. - Team Experience Debrief: What happened in the team experience, recapping the journey and development path. - Key Learnings: What are the key takeaways for each team member. What did they learn about themselves, about the world and about each other. - Next Steps: Based on the team experience and personal goal setting, what are the next steps for each team member. How can the team and team leader support them to move forward?

REPORT(Key Results Achieved/Not Achieved)

TRANSITION(Knowledge, Skill, Attitude and Document Transfer)

DEBRIEF(Team Experience Debrief, Key Learnings, Next Steps)

So… what changed from the team standards?Before ANer

TEAM: My team has at least three (3) membersThe minimum number of team members for a team is 2. This is no longer a standard but becomes part of the

defini@on of what is a team. This standard was cut.

TEAM: We have a Team Purpose and Ambi@onBUILDING, PLAN: Team Purpose becomes a part of the PLAN. It is co-created with the team.

TEAM: We have set our Team ValuesTeam Values is no longer a team standards, Why create values when we have the AIESEC Values to live by? This

standard was cut.

TEAM: We have set our Team RulesBUILDING, PLAN: Team Rules and ExpectaPons becomes part of the PLAN. It is co-created with the team.

TEAM: We have weekly mee@ngs, including monthly review mee@ngsPERFORMING, REGULAR TEAM MEETINGS: This involves having Regular Tracking of the Plan and Team

Performance and Team Reviews.

TEAM: We have at least one (1) Team Building during the team experience dura@on

PERFORMING, TEAM DAY: Team bonding, Team ac@vi@es, Rewards & Recogni@on

PLAN: All members - my team have a week and monthly plan, from start to End date

BUILDING, PLAN: As teams co-create the plan each individual has a ac@on plan as part of that.

PLAN: All members - my team have key deliverables and MoS for their roles

BUILDING, PLAN: As men@oned above as teams co-create the plan each individual has a ac@on plan and key deliverables. There are GOALS (MoS) for the team and everyone works towards that. This becomes part of PLAN.

PLAN: We have scheduled at least one (1) day for Planning and one (1) for Replanning in the Middle - the team experience

Not all teams need to go through Re-planning in the middle of their experience. For those that do eg. Func@onal teams, LCEB terms and MCEB terms this standard is part of PERFORMING, REGULAR TEAM MEETINGS.

PLAN: We have reviewed the plan with my Team Leader and are aligned to our LC's goals

This standard is a repe@@on of co-crea@ng a plan. This standard was cut.

PLAN: We feel ownership - our team plan, goals and strategiesThis is not a standard but a people engagement criteria, this is quite difficult to track as it is not an ac@on step. This

standard was cut.

PLAN: We have clear goals and impact - our team's workThis standard is a repe@@on of having key deliverables and MoS. This standard was cut.

JD: All members - my team have a clear Job Descrip@on: roles, responsibili@es and key deliverables

BUILDING, PLAN: This standard was absorbed into the PLAN. Job Descrip@ons are tools that describe a members responsibili@es. In the plan as you spilt responsibili@es, goals and deadlines to individual team members. This

becomes their JD.

JD: My members have clear individual goals and deadlinesThis standard is a repe@@on of having croles, responsibili@es ad key deliverables. This standard was cut.

JD: I ensure all members - my team have aligned their personal development with the skills developed in their role

Aligning personal development with their role is about having a Personal Goal Se\ng mee@ng. This becomes part of BUILDING, PERSONAL GOAL SETTING

JD: I ensure all members - my team are mo@vated with their JD and feel accountable to the team

This is not a standard but a people engagement criteria, this is quite difficult to track as it is not an ac@on step. This standard was cut.

So… what changed from the team standards?Before ANer

TRAINING: We have all received induction and/or transition for our roles, including my preparation as Team Leader

Induc@on for team members role is a part of how a Team Leader introduces the team and gets everyone on the same page to move forward for planning. This standard moves to BUILDING, INTRODUCTION

TRAINING: All members - my team have the organizational knowledge that is needed to run operations in an effective way

This is a repe@@on of Introduc@on (Induc@on to the area) as well as General AIESEC Induc@on which is a Talent Management Process. This standard was cut.

TRAINING: All members - my team have the functional knowledge that is needed to perform in their role

This is a repe@@on of Introduc@on (Induc@on to the area). During REGULAR ONE-ON-ONES is where the team leader will support with performance gaps and knowledge gaps. This standard was cut.

TRAINING: I ensure all - my team members follow an education plan that supports their role and skills they want to develop

To support the skills members want to develop is through PERSONAL GOAL SETTING and REGULAR ONE-TO-ONES. This standard was cut.

TRAINING: I know what kind - attitude and behaviours are needed in my team culture and I lead by example

In PLAN, teams co-create the expecta@ons they want to live by as a team. Living by example is not a specific ac@on therefore not applicable as a standard. This standard was cut.

TRAINING: All members - my team know that EXPA Library is an online Resource Hub for their pro-active use

This is now AIES.EC or your na@onal resource centre. This is not a standard for team leaders to create great teams. This standard was cut.

TRAINING: All members - my team, including myself, attEnded/will attEnd at least (1) Local or National Conference

This is not a standard to support team leaders to create great teams. It is great to encourage a^endance for members to a^end conferences, however not a requirement. This standard was cut.

TRACKING & COACHING: I host weekly team meetings to track MoS, KPI's, productivity and weekly priorities' accomplishment

This standard is repeated in PERFORMING, REGULAR TEAM MEETINGS. In these team mee@ngs you are required to track the plan and team performance.

TRACKING & COACHING: I ensure to be fulfilling all the team minimums in my project every week and update our tracking tool

Not all en@@es have the same way of tracking team minimums, This is not a standard to support team leaders to create great teams. This standard was cut.

TRACKING & COACHING: We have monthly review meetings where we define weekly priorities, KPI's and MoS

Not all teams need to have monthly review mee@ngs. If teams want to, that is their choice depending on the role, dura@on and term. If so, that is part of PERFORMING, REGULAR TEAM MEETINGS.

TRACKING & COACHING: I report the performance and satisfaction - my team members to my direct Team Leader regularly

This is not a standard that allows team leaders to create great teams. This standard was cut.

TRACKING & COACHING: I have received training on Coaching and am applying it to all - my members

This is not a standard that allows team leaders to create great teams. This is part of how the LC trains their team leaders and part of the Member Educa@on Cycle from Talent Management. This standard was cut.

TRACKING & COACHING: I have at least one (1) individual meeting each month with all - my members for tracking and coaching

This standard is called PERFOMRING, REGULAR ONE-TO-ONES. The frequency is up to the team leader. It can range from a 10 minute feedback chat to a 1 hour personal development check point.

TRACKING & COACHING: I ensure all members - my team are developing themselves by balancing their personal goals and our organizational goals

This is not an ac@on, it is also a repe@@on of doing BUILDING, PERSONAL GOAL SETTING and PERFORMING, REGULAR ONE-TO-ONES.

So… what changed from the team standards?Before ANer

EVALUATION & REFLECTION: We have monthly checkpoints to evaluate the performance - the team and satisfaction - our team members

This is a repe@@on of REGULAR TEAM MEETINGS where you should evaluate team performance and track the plan. Sa@sfac@on of all team member should a topic as part of PERFORMING, REGULAR

ONE-TO-ONES. This standard is cut.

EVALUATION & REFLECTION: We have at least one (1) feedback session based on the Mid-team experience NPS survey

Feedback should be a con@nuous on-the-go process. This is part of having PERFORMING, REGULAR ONE-TO-ONES to check in on. This standard is cut.

EVALUATION & REFLECTION: All - my team members fill in both NPS surveys: in the Middle and at the End - the team experience

This is not a team standard but a part of People Analy@cs process of Talent Management. This standard is cut.

EVALUATION & REFLECTION: All - my team members receive at least one (1) LEAD-based space for self-assessment and re-invention

LEAD spaces are defined against the Defining Elements and delivery of LEAD spaces is not the responsibility of the Team Leader. This can be organised by Talent Management or Execu@ve Body.

However the place to debrief the team experience is part of CLOSING, DEBRIEF. This standard is cut.

EVALUATION & REFLECTION: I have an individual meeting with all - my team members at the End - our team experience as final coaching for next steps

This standard becomes CLOSING, DEBRIEF. It does not need a be an individual mee@ng, it can be a team mee@ng. The purpose is to debrief the team experience, understand key learnings and coach for

next steps.

Did you add anything?We added CLOSING, TRANSITION, which is a knowledge, a\tude, skill and document transfer to the

next team.

We added CLOSING, REPORT, which is the repor@ng of key results achieved and not achieved to key stakeholders.

Summary of changes:Before ANer

• Number of standards to track: 35 • Minimum number of members: 3 • Structure: Standards were structured based on

similar ac5vi5es • Main Headings: Used to couple the standards

together. • Talent Management Process: There are some

standards that intersect with TM processes eg. induc5on to the organisa5on, using the resource centre.

• Number of standards to track: 9 • Minimum number of members: 2 • Structure: Standards are spilt into phases of

what teams go through to support team leaders know what to deliver, when.

• Main Headings: There are no more main headings, each of the 9 standards is an ac5on step.

• Talent Management Process: These standards were cut and in order not to confuse, Training is not a team standard, but is absorbed into introduc5on to the team and transi5on for the next team.

Frequently Asked QuesPonsWhat is the role of the team leader and the role of Talent Management with the Team Standards?Team Leaders: Are responsible for the delivery of the team standards to their team. Talent Management: Are responsible to support the implementaDon of Team Standards. Depending on the context your local or naDonal enDty this may involve Leadership and Management EducaDon, Tracking of team leaders on delivery of team standards.

How can Talent Management track the Team Standards?This is up to you to decide. Some enDDes use naDonal trackers, some use people surveys, some VPTMs talk to every Team Leader. The way you track is up to you. The Global People AnalyDcs Survey run every quarter will give enDDes an indicaDon of delivery of Team Standards.

However keep in mind, your job as Talent Management is not to track team standards, it is to support the implementaDon of them. If the best way to support is through tracking - that is your choice based on your reality.

Why is the minimum number of team members per team 2 and not 3?This decision was just based on some logic and intuiDon. One person is an individual, not a team. Two people means that one person is the team leader and the other a team member - which is not a team but a couple. Three people means that there is one team leader and 2 team members which is the minimum that works. To be honest external research on this topic differs, this is something that works for us on AIESEC InternaDonal and may or may not work for you. FYI: this is a minimum not a guideline of how many people a team should have.

Frequently Asked QuesPonsWhat happened to LEAD spaces?When empathising with the role and capacity of a team leader we realised that the responsibility of creaDng and hosDng LEAD spaces should not be with the Team Leader. Team Leaders can host Team Days, Debriefs, One-to-Ones however the delivery of a LEAD session based on the defining elements may not be within their skill set and is not necessary for the creaDon or sustainability of a great team.

Delivery of LEAD is a part of the Talent Management Process within the EducaDon/ Learning and Development Area.

What happened to the team standard - JD?The definiDon of a job descripDon is the account of an individual’s responsibiliDes.

There are some teams e.g.. AIESEC InternaDonal that does not give out official Job DescripDon to their members. However within the PLAN, we have specific responsibiliDes, goals and deadlines.

Therefore Job DescripDon does not refer to a piece of paper with all your responsibiliDes wrigen down, but refers to the act of delegaDng responsibiliDes, tasks, goals and deadlines to individuals.

Therefore, This team standard was absorbed into the Team Standard - PLAN.

You can see the full details of what happened to each standard under JD on page 8.

Frequently Asked QuesPonsWhat happened to Training?The previous training team standard referred to: • InducDon to the area • InducDon to the organisaDon • Having an educaDon plan per member • Members use resource hub • Members go to conferences • TransiDon

1. Several of these were cut because they were not Team Standards that supported team leaders on being beZer team leaders: Those were Members using resource hub and going to conferences.

2. Several of these were cut because they were part of Talent Management’s responsibility: Those were InducDon to the organisaDon.

3. Having an educaDon plan per member is part of Personal Goal Se\ng and Regular One-to-ones

4. InducDon to the area moved to Introduc^on and Transi^on became a standard in itself.

You can see the full details of what happened to each standard under Training on page 9.

Is Training the responsibility of TM?Training exists in the Team Leaders Job within two areas: 1. Building: Introduc^on (introducDon to the funcDon + basic training) 2. Performing: One-on-Ones (team leaders assess the performance gap of team members and offer mentoring,

training and coaching to improve) The responsibility of Talent Management is to assess the training needs of the enDty and ensure that is is delivered (not necessarily deliver it themselves).

Frequently Asked QuesPonsWhat happened to Tracking?Tracking and Coaching moved under to standards: 1. Regular Team MeeDngs 2. Regular One-To-Ones

The purpose of having Regular Team MeeDngs is to track the plan and team performance. The purpose of having Regular One-To-Ones is to track an individual’s performance, follow up on personal goal seQng, feedback and coaching for higher performance.

Hey.. this looks really similar to forming, storming, norming, performing.That’s true! The purpose of restructuring the team standards into Building, Performing and Closing is to help team leaders to understand which team standards should be delivered when. The team standards is not a guide for team development stages.

It is a guide for the expectaDons and standards team leaders should deliver to create great team experiences.